In these straightened times, joining forces - sharing people, expertise, operating models and ambition - with another organisation can significantly improve a charity's chance of survival. Working in partnership also has the potential to reduce inefficiencies and unnecessary duplication across the charity sector, something we know is a concern for the public.
If we can successfully implement these four recommendations, and commit ourselves to facilitating greater university-business collaboration in the pursuit of innovation, then not only can we secure the UK's research and development base, but also provide a springboard and platform for growth for decades to come.
In 2013 and over the next few years, I predict that many places will regret the abolition of their LSPs and other places will be creating new local partnership and collaborative arrangements. What they are called is of little matter but what they can achieve can be very significant and relevant to local communities, businesses and citizens. And surely that is the whole point?
You might also have thought that after fifty years, the Catholic Church would have reached a fixed mind as to the significance of the Council. Not so either. Its consequences are contested, its nature, continuity or break with the past disputed, and all subject to opposing interpretations. Zhou Enlai's assessment of the French Revolution applies: "too early to tell".
Collaborative tools are just one element of the changes that the internet and related technologies are enabling. Yet they alone have the potential to boost innovation and growth in key service sectors. The technological revolution is increasing not only our ability to innovate but the speed at which we can do so.
Nike really are smashing it at the moment. Never mind the Air Wovens, Flyknits or the mad Yeezy II hype, for me it's all about the understated, super tactile designs of NIKECraft, the new collaboration with bricolage sculpture artist Tom Sachs.